Action-Centered Leadership


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  • The leader has to balance the needs from each of the three elements. The effective leader is the one who keeps all three in balance; that is who attends to all three at the same time. If any one element is ignored, the others are unlikely to succeed.At the same time, the three elements can conflict with each other. For example, pressure on time and resources often increases pressure on a group to concentrate on the task, to the possible detriment of the people involved. But if group and individual needs are forgotten, much of the effort spent may be misdirected.In another example, taking time creating a good team spirit without applying effort to the task is likely to mean that the team will lose its focus through lack of achievement.
  • Action-Centered Leadership

    1. 1. ACTION-CENTERED LEADERSHIP<br />Developed by: Sir John Adair<br />Introduced by: Vu Anh<br />
    2. 2.
    3. 3. The Key Purpose of Management and Leadership is to….<br />Provide direction, gain commitment, facilitate change and achieve results through the efficient, creative and responsible deployment of people and other resources. <br />
    4. 4. Three core management responsibilities:<br />achieving the task<br />managing the team or group<br />managing individuals<br />
    5. 5. 3 elements to all leadership situations:<br />The achievement of a goal or task. This may be the completion of a very practical activity or it may be a less tangible goal. We know that effective groups have clear goals shared by all members. Often the task is what brings the group together in the first place. <br />The group of people performing the task. It is likely that the task will only be achieved if all members of the group work together to the common good. Therefore, the group itself has to be understood as an entity in its own right. <br />Each individual member of the group involved in the task. While the group will take on a life of its own, individuals do not lose their own identity. Their needs as people must continue to be met if their allegiance to the group, and their motivation to achieve the task, is to be sustained.<br />
    6. 6. "Action-Centred Leadership", is centred on the actions of the leader. An approach that a skilled leader might take, in any challenge, is to balance the needs of all three elements as follows:<br /><ul><li>Identify and evaluate the requirements of the task.
    7. 7. Communicate these to the group and gain their commitment.
    8. 8. Plan the achievement of the task with the group.
    9. 9. Identify resources within the group and allocate responsibility to individuals.
    10. 10. Monitor and evaluate progress of the whole group and of individual members.
    11. 11. Communicate feedback to the group and support, praise, encourage individuals.
    12. 12. Review plans, and make changes, with the group until the task is achieved.</li></li></ul><li>Task Functions<br />Define the task.<br />Devise a workable plan.<br />Brief team members on the task and their role.<br />Delegate work to team members.<br />Allocate resources.<br />Check the quality of the work.<br />Control the pace of work.<br />Keep the team focused on the plan.<br />Evaluate progress and modify the plan accordingly.<br />
    13. 13. Group Functions<br />Set standards and an example.<br />Maintain discipline.<br />Build team spirit.<br />Maintain morale.<br />Give encouragement.<br />Motivate members to achieve success.<br />Keep open communication.<br />Train in appropriate skills.<br />Deal constructively to resolve conflicts.<br />Avoid getting too deeply embroiled with the task itself.<br />Appoint sub-leaders where appropriate.<br />
    14. 14. Individual Functions<br />Involve all team members in discussions and activity.<br />Seek out and use individuals' abilities.<br />Bring in the quieter members.<br />Control overactive members.<br />Use special skills.<br />Establish previous experience.<br />Offer constructive feedback.<br />Praise, support and encourage.<br />Avoid taking sides in an argument.<br />
    15. 15. Responsibilities as a manager for achieving the Task:<br />identify aims and vision for the group, purpose, and direction - define the activity (the task) <br />identify resources, people, processes, systems and tools (inc. financials, communications, IT)<br />create the plan to achieve the task - deliverables, measures, timescales, strategy and tactics <br />establish responsibilities, objectives, accountabilities and measures, by agreement and delegation <br />set standards, quality, time and reporting parameters<br />control and maintain activities against parameters <br />monitor and maintain overall performance against plan <br />report on progress towards the group's aim<br />review, re-assess, adjust plan, methods and targets as necessary<br />
    16. 16. Responsibilities as a manager for the Group: <br />establish, agree and communicate standards of performance and behaviour<br />establish style, culture, approach of the group - soft skill elements<br />monitor and maintain discipline, ethics, integrity and focus on objectives<br />anticipate and resolve group conflict, struggles or disagreements<br />assess and change as necessary the balance and composition of the group<br />develop team-working, cooperation, morale and team-spirit<br />develop the collective maturity and capability of the group - progressively increase group freedom and authority<br />encourage the team towards objectives and aims - motivate the group and provide a collective sense of purpose <br />identify, develop and agree team- and project-leadership roles within group <br />enable, facilitate and ensure effective internal and external group communications <br />identify and meet group training needs<br />give feedback to the group on overall progress; consult with, and seek feedback and input from the group<br />
    17. 17. Responsibilities as a manager for each Individual:<br />understand the team members as individuals - personality, skills, strengths, needs, aims and fears<br />assist and support individuals - plans, problems, challenges, highs and lows<br />identify and agree appropriate individual responsibilities and objectives <br />give recognition and praise to individuals - acknowledge effort and good work<br />where appropriate reward individuals with extra responsibility, advancement and status <br />identify, develop and utilise each individual's capabilities and strengths<br />train and develop individual team members<br />develop individual freedom and authority<br />
    18. 18. Competencesfor Leaders to perform their job role to the required standard. <br />
    19. 19. Fast track to Leadership Effectiveness<br />First, observe other (good) leaders and work out what they do that works.<br /><ul><li>Leaders in the news, in politics, sport, the media (leaders - not celebrities) as well as in business and public services.
    20. 20. Leaders as characters in books, on TV and in the movies
    21. 21. Leaders don't have to have employees working for them. But they do have to have followers. </li></ul>Secondly, start doing the things above and be a leader yourself.<br />